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© 2012 IBM Corporation
Agile Enterprise Architecture:Oxymoron or Savior?
Scott W. AmblerChief Methodologist for Agile and Lean, IBM Rationalwww.ibm.com/developerworks/blogs/page/amblertwitter.com/scottwambler
What is Enterprise Architecture?Enterprise Architecture Success Factors
Agile vs. Enterprise Architecture
Agile and Enterprise Architecture
Parting Thoughts
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EA as a Process
The process oftranslating business vision and strategy into
effective enterprise changeby
creating, communicating and improving the key requirements, principles and models that describe the enterprise's future state
and enable its evolution
Source: Gartner
EA as an Artifact
The organizing logic for business processes and IT infrastructure reflecting
the integration and standardization requirements of the company's operating
model.
The operating model is the desired state of business process integration and business
process standardization for delivering goods and services to customers.
Source: MIT Center for Information Systems Research (CISR)
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What do Enterprise Architects Produce?
Source: Dr Dobb’s January 2010 State of the IT Union Survey
29%
33%
38%
44%
55%
64%
65%
67%
White papers
"To be" models
"As is" models
Reference architectures
Development guidelines
Architecture principles
System inventory
Business goals
9%10%
34%
30%
17%
Do you have an EA program?
Source: Dr Dobb’s January 2010 State of the IT Union Survey
Yes
Yes, and expanding
No
No, but I’ve experienced EA in other organizations
No, but we’re thinking about starting one
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Resources = Complexity Agility Collaboration * Automation*Resources = Complexity Agility Collaboration * Automation* Add Automation
Individual
Productivity:5-25%
Timeframe is Weeks
Cost to Implement:<5%
Very predictable
Reduce Complexity
Organization
Productivity:2x – 10x
Timeframe is Years
Cost to Implement:25%-50%
Much culture change
ImproveCollaboration
IncreaseAgility
TeamProject
Productivity:15-35%
Timeframe is Months
Cost to Implement:5%-10%Predictable
Productivity:25-100%
Timeframe is Quarters
Cost to Implement:10%-35%
Some culture change
Economic Impacts
Why Should You Care?
What is Enterprise Architecture?
Enterprise Architecture Success FactorsAgile vs. Enterprise Architecture
Agile and Enterprise Architecture
Parting Thoughts
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Success Factors: People Issues
#1 Active involvement of business leaders
#2 Active involvement of IT leaders
#3 Enterprise architects are active participants on project teams
#4 Enterprise architects are trusted advisors of th e business
#5 Flexible enterprise architects
Source: Dr Dobb’s January 2010 State of the IT Union Survey
Source: Dr Dobb’s January 2010 State of the IT Union Survey
Success Factors: Business Issues
#6 Having a business case for EA efforts
#10 Cost reduction
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Source: Dr Dobb’s January 2010 State of the IT Union Survey
Success Factors: Process Issues
#7 Continuous improvement/evolution of EA artifacts
#8 Architecture reviews
#9 Appropriate governance
#11 Master data management (MDM)
Source: Dr Dobb’s January 2010 State of the IT Union Survey
Failure Factors: Business Issues
#1 Insufficient time provided
#3 Too difficult to measure benefits
#6 No perceived benefit of EA program
#7 No executive endorsement
#10 Insufficient funding
#12 Cancelled due to political issues
#13 EA program successful but terminated
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Source: Dr Dobb’s January 2010 State of the IT Union Survey
Failure Factors: People Issues
#2 Project teams didn't take advantage of the EA
#4 Enterprise architects perceived as "ivory tower“
#8 Enterprise architects weren't sufficiently flexi ble
#9 Enterprise architects perceived as impediment to success
#11 EA perceived as not viable
Source: Dr Dobb’s January 2010 State of the IT Union Survey
Failure Factors: Process Issues
#5 Development teams couldn't wait for enterprise architects
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We need to look at the big picture
What is Enterprise Architecture?
Enterprise Architecture Success Factors
Agile vs. Enterprise ArchitectureAgile and Enterprise Architecture
Parting Thoughts
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Agilists Enterprise Architects
“versus”
Dueling Surveys
Ambysoft February 2012Agile Mini SurveyEA Mini Survey
70% of their firms have agile projects underway
49% of their firms have an EA
program
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34% said their agile teams work with them well
15% say their EA teams work with
them well
44% thought that their agile teams addressed architecture well
18% think that their EA teams
work in an agile manner
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47% believe their agile teams view EA positively
33% believe their EA teams
view agile positively
We need to build bridges
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What is Enterprise Architecture?
Enterprise Architecture Success Factors
Agile vs. Enterprise Architecture
Agile and Enterprise ArchitectureParting Thoughts
Focusing on construction is a great start…
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Focusing on construction is a great start…… but isn’t the real goal to deliver a consumable solution?
Eventually gradual improvement leads to a leaner approach
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Agile Architecture Strategies
Look beyond technology
Initial requirements envisioning
Initial architecture envisioning
Prove the architecture with working code
Architecture spikes
Think about the future, but wait to act
Architects also code
Architecture owners, not architects
Travel light
Take a multi-view approach
What is Enterprise Architecture?
Enterprise Architecture Success Factors
Agile vs. Enterprise Architecture
Agile and Enterprise Architecture
Parting Thoughts
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Sometimesthe situation isn’t always
so simple…
Domain Complexity
Straight-forward
Intricate,emerging
Compliance requirement
Low risk Critical,audited
Team size
Under 10developers
1000’s ofdevelopers
Co-located
Geographical distribution
Global
Enterprise discipline
Projectfocus
Enterprisefocus
Technical complexity
HomogenousHeterogeneous,
legacy
Organization distribution(outsourcing, partnerships)
Collaborative Contractual
Disciplined Agile Delivery (DAD):The Foundation for Agility@Scale
Disciplined Agile
Delivery
Flexible Rigid
Organizational complexity
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A more disciplined approach to agile solution
delivery will help
scott_ambler [at] ca.ibm.com
twitter.com/scottwambler
www.ibm.com/developerworks/mydeveloperworks/blogs/ambler/
www.ibm.com/rational/agile/
www.jazz.net
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© 2012 IBM Corporation
Backup Slides
Some agile whitepapers on IBM.com
� The Agile Scaling Model (ASM): Adapting Agile Methods for Complex Environments– ftp://ftp.software.ibm.com/common/ssi/sa/wh/n/raw14204usen/RAW14204USEN.PDF
� Scaling Agile: An Executive Guide– ftp://public.dhe.ibm.com/common/ssi/sa/wh/n/raw14211usen/RAW14211USEN.PDF
� Improving Software Economics: Top 10 Principles of Achieving Agility at Scale– ftp://public.dhe.ibm.com/common/ssi/ecm/en/raw14148usen/RAW14148USEN.PDF
� Enable the Agile Enterprise Through Incremental Adoption of Practices– http://public.dhe.ibm.com/common/ssi/ecm/en/raw14077usen/RAW14077USEN.PDF
� Disciplined Agile Delivery: An Introduction– http://public.dhe.ibm.com/common/ssi/ecm/en/raw14261usen/RAW14261USEN.PDF
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Disciplined Agile Delivery
The Disciplined Agile Delivery (DAD) process framework is a people-first,
learning-oriented hybrid agile approach to IT solution delivery. It has a risk-value lifecycle, is goal-driven, scalable, and is
enterprise aware.
www.disciplinedagiledelivery.com
Agile Scaling Model (ASM)
Agile Development
� Focus is on construction� Goal is to develop a high-quality system in an evolutionary,
collaborative, and self-organizing manner� Value-driven lifecycle with regular production of working
software� Small, co-located team developing straightforward software
Agile Delivery
� Extends agile development to address full system lifecycle� Risk and value-driven lifecycle� Self organization within an appropriate governance
framework� Small, co-located team delivering a straightforward solution
Agility at Scale
� Disciplined agile delivery and one or more scaling factors applies
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The Surveys
� Data, summary, and slides downloadable from www.ambysoft.com/surveys/
� Dr Dobb’s January 2010 State of the IT Union Survey– 374 respondents
� Ambysoft February 2012 Agile Mini Survey– 61 respondents
� Ambysoft February 2012 EA Mini Survey– 59 respondents
For existing Enterprise Architecture (EA) programs, what has improved? (Rating between -10 and +10)
1. System integration (3.6)2. IT governance (3.3)3. Team follows common technology infrastructure (3.3)4. Business efficiency (3.2)5. Data integrity (3.2)6. Continuity of organizational knowledge (3.0)7. Business governance (3.0)8. Audit compliance (2.9)9. Risk management (2.9)10. Technical integrity (2.8)11. Operating costs (2.5)12. Enterprise decision making (2.5)13. Reduction of waste (2.3)14. Support for multi-vendor projects (1.8)15. Outsourcing initiatives (1.3)16. Reduction of technical complexity (0.8)
Source: Dr Dobb’s January 2010 State of the IT Union Survey
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Legal Stuff
© Copyright IBM Corporation 2012. All rights reserv ed.
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